One page strategy tool
This is a one-page input to a workshop for board or management. Does the new strategy take care of all the functions we list here? It was to and used by the board of Maritim Forening Sogn og Fjordane, now Hub for Oceans (see case description MSF) in their strategy process in December 2017.
Exercise 1: Prepare input to a board meeting in your network (see table 13)?
Table 13. Example of inputs to strategy discussions in network board.
|Functions in well-functioning networks||Intangible elements||Example|
|Advantage / incentive to join the network||The network as
a. Meeting Place
b. Door opener
c. Foundation for innovation
d. High status institution
e. Policy influencer
|a. Conferences give the opportunity to meet important players in and around the value chain and to mutual information exchange
b. Contacting, speed-dating, supplier database.
c. Development and pilot project, formation of new companies, find new product and business area.
d. Membership has value in itself; it becomes a part of reputation building
|Knowledge: Creation and sharing||a. Routines and practices for knowledge acquisition
b. Routines and practice dissemination practices
c. Facilitate the creation of knowledge
d. Apply new knowledge
|a. Access to competence through the network, if any, information on what this competence is to be found
b. Member meeting with professional program and information from member companies, newsletter, workshops, speed dating, supplier database
c. Market needs as a basis for innovation, contact with R&D environment, formalized R&D cooperation.
d. Project implementation with common risk of new product development, operational phase with feedback on experience
|Innovation||a. Make a list of innovations and classify them:
– new organization forms
– business models
|b. Cooperation has led to new product
c. Cooperation has led to the creation of new businesses
d. Cooperation has led to new markets
e. Cooperation has led to new development projects
|Legitimacy||Ensure that the networks have built up a good legitimacy, both internally and externally.||a. Motivated and committed tenants create high internal legitimacy.
b. Proven success can be a door opener, and an indicator of external legitimacy.
|Resource mobilization||The networking is used for mobilizing resources in the form of
a. Cultural capital – knowledge and information
b. social capital – relationships with actors with complementary resources (who can be knowledge or money)
|In MSF a company tells that the most important resources they receive through the network are knowledge and information and help from other actors to solve specific problems for customers. In GCE Blue, impulse and collaboration across corporate boundaries within the same value chain is the most important resource mobilization. In MCT, players can depend on the individual’s enthusiasm. In SEM, this will be highlighted: Idea generation, project, mobilization through writing cluster applications, and closeness to the agency apparatus.
External utility “Supplementary effects” and creation of good reputation for the entire region.
|External benefits||Supplementary effects” and creation of good reputation for the entire region
Impact and the UN’s climate goals?
|Environmental technology positioning will have effects in the entire region (MCT, SEM). Possible infrastructure measures (MSF) and better municipal services (NSCC) can also be mentioned.|